MGMT Exam 4
stereotyped views of the opposition
underestimates opponents
forming
-"ice breaking" stage -group members uncertain about their role -mutual trust is low -good deal of holding back to see who is in charge -conflict is beneficial and leads to increased creativity
characteristics of high-performing teams
Participative leadership Shared responsibility Aligned on purpose High communication Future focused Focused on task Creative talents Rapid response
pros of virtual teams
Reduced real estate costs Ability to leverage diverse KSAs over geography and time Ability to share knowledge of diverse markets Reduced commuting and travel expenses Reduced work-life conflicts Ability to attract and retain talent
incivility
any form of socially harmful behavior, such as: -aggression -interpersonal deviance -social undermining -interactional justice -harassment -abusive supervision -bullying
formal groups
assigned by organizations to accomplish specific goals
devil's advocacy
assigning someone the role of critic
group norms
attitudes, opinions, feelings, or actions shared by two or more people that guide behavior
early in the group development process, a team can improve its chances for success if it
develops a team charter
assigning someone in an organization or group the role of critic is known as
devil's advocacy
list 2 techniques for programmed conflict
devil's advocacy dialectic method
bullying
different from other forms of incivility most often evident to others affects even those that are not bullied has group-level implications
responsibility
discourages decisions based on personal or bureaucratic considerations
a group that is comfortable with minority dissent is more likely to
experience job satisfaction relate positively to group participation
non rational models of decision making
explain how managers really come to decisions
groupthink can result in decisions that
lack moral judgment fail to realistically evaluate alternative options maintain the cohesiveness of the group
peer pressure
loyalty of dissenters is questioned
the assumptions behind nonrational models of decision making are that
managers struggle to make the best decisions decision making lacks certainty decision makers lack complete information
informal groups
members' overriding purpose for meeting is friendship or a common interest
virtual teams
teams that work together over time and distance via electronic media to combine effort and achieve common goals
problem
the divide between an actual and desired solution
social loafing
the tendency for individual effort to decline as group size increases freeriders (loafers) produce low quality work, cause others to work harder, and distract or disrupt the work of other team members
dysfunctional conflict
threatens an organization's interests
norming
-a respected member, other than the leader, challenges the group to resolve power struggles and questions about authority and power are resolved -group becomes cohesive -increasing team member interactions and interdependence of work tasks help overcome conflict
group roles
-a set of expected behaviors for a particular position -group roles are expected behaviors for members of the group as a whole -people often play multiple roles
performing
-activity is focused on problem solving -contributors get work done without hampering others -climate of open communication -strong cooperation -great deal of helping behavior
list 3 characteristics of team players
-committed -collaborative -competent
list the 4 steps in the rational decision making model
1. identify the issue 2. come up with potential solutions 3. evaluate the possibilities and select a solution 4. put the solution into practice and evaluate it
building effective teams
-break the ice -don't reinvent the wheel -communicate a purpose and a plan -play to strengths -clarify decision making
list 5 teamwork competencies (i.e. things a good team member does)
-contributes to the team's work -constructively interacts with team members -keeps team on track -expects quality work -possesses relevant knowledge , skills, and abilities (KSAs) for team's responsibilities
maintenance roles - keep the group together
-encourager -harmonizer -compromiser -gatekeeper -standard setter -commentator -follower
list the stages of the group development process
-forming -storming -norming -performing -adjourning
task roles - keep the group and the group's work on track
-initiator -information seeker/giver -opinion seeker/giver -elaborator -coordinator -orienter -evaluator -energizer -procedural technician -recorder
a group becomes a team when
-leadership become a shared activity -accountability shifts from strictly individual to both individual and collective -the group develops its own purpose or mission -problem solving becomes a way of life, not a part time activity -effectiveness is measured by the group's collective outcomes and products
guard against loafing
-limit group size -assure equity of effort -hold people accountable -offer hybrid rewards
programmed conflict
-raises different opinions regardless of the personal feelings of the managers -gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest
other determinants of effective teams
-rewards-team based rather than individual to foster collaboration -effective team size-depends on the purpose of the team but usually ten or fewer
list the 2 main types of group roles
-task roles -maintenance roles
how are teams different from groups
-teams are task groups that have matured to the performing stage -teams have common commitment -teams assemble to accomplish a common task that require collaboration
storming
-time of testing -testing leader's policies and assumptions and how they fit into the power structure -subgroups take shape -subtle forms of rebellion occur
adjourning
-work is done -group moves on to other things -return to independence eased by rituals celebrating "the end" and "new beginnings" -leaders should emphasize valuable lessons learned
best practices of virtual team management
Adapt communications Share the love Develop productive relationships with key people on team Partner Availability Pace Updates Select the right people Communication skills are essential
evidence based decision making holds the promise of
avoiding decision making biases improving performance
list 2 main types of groups
formal groups informal groups
negotiation
a give and take decision making process involving two or more parties with different preferences
decision tree
a graphical representation of the process underlying decisions that shows the consequences of making various choices
Delphi technique
a group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming
team building
a host of techniques aimed at improving the internal functioning of work groups that strive for: -greater cooperation -better communication -less dysfunctional conflict
a group has
common goals at least two freely interacting individuals a shared identity
which of the following are part of the criteria for a group
common norms a shared identity
decision support system
computer based interaction systems that help decision makers to use data and models to solve unstructured problems
punctuated equilibrium is concerned with
how a group functions in the face of change
bullying and interactional injustics are forms of
incivility
sociological criteria for a group
individuals interacting freely having collective norms having collective goals sharing a common identity
minority dissent
the extent to which group members feel comfortable disagreeing with other group members
bounded rationality
the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions
opportunity
when you can possibly produce results that surpass goals
list the steps in Bagley's ethical decision tree
1. is the proposed action legal? 2. does it maximize shareholder value? 3. is it ethical to take this action? 4. would it be ethical to not take this action?
cons of virtual teams
Difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals Cultural differences Differences in local laws and customs Lack of nonverbal cues Lack of collegiality
invulnerability
breeds excessive optimism and risks taking
eliminating specific negative interactions such as name calling is a method of
conflict reduction
the delphi technique is useful when
conflicts will impair communications face to face discussions are impractical certain individuals may dominate the group
directive decision style
decisive and action oriented like to focus on facts
dialectic method
fostering a structured debate of opposing viewpoints
list the 2 main types of conflict
functional conflict dysfunctional conflict
conceptual decision making style
high tolerance for ambiguity focus on people and the social aspects of a work situation
analytical decision making style
high tolerance for ambiguity focus on tasks and technical concerns
decision making
identifying and choosing from among alternative solutions that lead to a desired state of affairs
list 2 non rational models of decision making
normative model intuition model
behavioral decision making style
people who have a low tolerance for ambiguity and focus strongly on people and the social aspects of a work situation
Plans that outline exactly what the team is to do such as goal setting and defining member roles are team________________ _______________.
performance strategies
the constraints in Herbert Simon's normative model of decision making include:
personal characteristics financial resources available time available
interpersonal opposition based on personal disagreement is a(n)
personality conflict
criteria for a group to become a team
shared leadership both individual and collective accountability development of purpose or mission problem solving is a tacit part of life collective outcomes and products are the measure of effectiveness
evidence based decision making
the process of conscientiously using the best available data and evidence when making managerial decisions
transparancy
the reasoning behind a decision is available for scrutiny
when the demands from work and family domains are mutually incompatible
the result is work family conflict
distributive negotiation
win lose
integrative negotiation
win win
which of the following are examples of negotiations that an employee may make with an employer?
working hours promotion salary
quality
decisions follow more logically from available knowledge
group
two or more freely interacting individuals who share norms and goals and have a common identity
rank the steps in using the dialectic method for creating functional conflict
1. a proposed course of action is generated 2. assumptions underlying the proposal are identified 3. a conflicting counterproposal is generated based on different assumptions 4. advocates of each position present and debate the merits of their proposals before key decision makers 5. the decision to adopt either position, or some other position (e.g. a compromise) is taken 6. a decision is monitored
groupthink
a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivation to realistically appraise alternative courses of action
rational decision making
a model that explains how managers actually make decisions these models assume decision making is uncertain, that decision makers possess incomplete information and that managers struggle to make optimal decisions
team
a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
which of the following are challenges for those taking part in programmed conflict when they defend or critique ideas?
being disciplined role players citing facts
punctuated equilibrium can occur in reaction to
changes in objectives innovaation
judgmental heuristics
cognitive shortcuts or biases that are used to simplify the process of making decisions
list the 8 judgmental heuristics that can affect decision making
confirmation bias overconfidence bias availability bias anchoring bias hindsight bias framing bias escalation of commitment bias
why should conflict not be avoided?
conflict will not go away even if avoided conflict can lead to the loss of a promotion conflict can escalate even if avoided
functional conflict
constructive or cooperative conflict that is characterized by: -consultative interactions -a focus on the issues -mutual respect -useful give and take
when specialists from different areas are put on the same team, it is a ________ ___________ team
cross sectional
intuition
decisions that come to mind on their own and are not evaluated for validity
team composition
describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of team members
brainstorming
helps groups generate multiple ideas and alternatives for solving problems
inherent morality
ignores ethical implications
list the 4 common conflict handling styles
integrating dominating obliging avoiding
research on the contact hypothesis has shown that intergroup friendships are desirable but are readily overpowered by
negative intergroup interactions
added value negotiation
negotiating parties cooperatively develop multiple deal packages while building a productive long term relationship by the following steps: clarify interests identify options design alternative deal packages select a deal perfect the deal
conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
list the 2 basic functions that formal groups perform
organizational functions individual functions
list the conventional forms of conflict
personality conflict intergroup conflict work-family conflict
characteristics of the rational decision making model include the assumption that managers
possess all information needed to make the best decision are objective
mindguards
protect themselves against adverse information
rationalization
protects "pet" ideas and assumptions
list 2 models of decision making
rational non-rational
consensus
reached when all members can say they either agree with the decision or have had their chance to speak their minds and were unable to convince the others of their viewpoint
the purposes served by norms in an organization include
reducing time spent on the development process for groups having pre-established guidelines for groups
self censorship
stifles critical debate
big data
the vast quantity of data available for decision making; the collection, sorting, and analysis of that information, and the techniques to do so
